People are naturally creative, resourceful, and whole: the co-active coach is a champion for their coachees, guiding the process of discovery.The co-active cornerstones, or beliefs, describe the mindset that guides the coaching conversation and the coaching relationship, a container that holds the conversation (see Figure 1 below).Ĭo-active coaching supports four main values: Regardless of the tool you’re using, you are doing co-active coaching if you behave in line with the values (or beliefs) and principles supported by the model. What is co-active coaching?Ĭo-active coaching emphasises the relationship between the coach and the coachee, active collaborators working together to improve the coachee’s life. I will close the post with my experience with co-active coaching and why I really love using this model in my Coaching work. This post will look into co-active coaching: I will start with an overview of the values, principles and contexts of co-active coaching then we are going to look into the coaching journey (steps, tools, process) and take a deeper look into the contexts and principles of coaching. If they need help to provide context for that segment, offer some interpretations until they find one that is meaningful for them.Since I started experimenting with Coaching two years ago, I’ve been looking into different methods to approach the coaching conversation to bring the most value to the coachee.Īs a result of my experiments and research, I am writing a series of posts about (1) co-active coaching, (2) the International Coaching Federation (ICF), and (3) coaching with compassion. * it does not matter what the segmentmeans to the coach (or the coachee), as long as they can answer the question relating to that segment in terms of their own meaning. They both look at the wheel and the information is useful to both the individual and to the manager in understanding needs, expectations, motivations and de-motivations. This tool is especially welcome by managers with new people as it enables them to work closely with individuals without eye-balling. The coach needs now to help the coachee gap-manage to achievable and sustainable targets/goals. one or more may be pivotal in affecting others for the better. It may be worth you exploring the gaps between some of these scores. Sometimes one or two segments will have large impacts on the others. When that is complete there will invariably be gaps. When that is complete (and there may sometimes be ranges rather than one score), ask this:Īnd what score would you like to have for each segment that is achievebale within a time-frame of your choice? How content are you with now, zero to ten? Start anywhere you like. The Wheel of work is a great tool for managers in organisations to get to know how to motivate people.įor coaches, the wheel of work provides a useful model to help the coachee learn more about their world of work, what can most influence a positive change, and where to establish sustainable targets/goals.įor each segment in the wheel*, ask the following question:
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